By Susan Hailman, Project Director, Campaign Consultation

This article originally appeared in the Spring, 2000 issue of The Resource Connection. It remains a classic that has withstood the test of time.

The term "sustainability" is tossed around a lot among nonprofit organizations, foundations, and government funders. Most folks would probably agree that it refers to a program or project's staying power--its ability to last beyond its first implementation. What might not be so readily agreed upon is what it takes to make an initiative sustainable. The first thing that often leaps to mind is the necessary financial resources. But if your idea of sustaining your program stops at grant writing, you're missing some vital ingredients that might entirely change the way your program can grow and become embedded in your community.

Community programs that last never exist in a vacuum. Who knows about them, who supports them, and who feels they have vital roles in shaping these programs to match community needs all affect how long the program will last. If you recognize this, you will pay attention to marketing, volunteer development, and working collaboratively as well as diversifying your funding base to ensure your initiative's future. Each of these activities creates a piece of the support needed for sustainable projects. More important, when combined, they create a synergy that exceeds the value of any of the individual pieces.

It takes a team to be successful at sustainability. It requires varied skills, contacts, and perspectives, which is why identifying, cultivating, and asking your stakeholders for their help is the most important first step you can take.

Identifying and Recruiting Stakeholders and Program Champions

The first step in creating a local network of support is to identify current and potential stakeholders. The list always starts with the "usual suspects" who would routinely be identified as holding a common vision of your project. These are volunteers, staff, and board members.

Include those who have something to gain or lose, depending on whether your project is effective or not:

• beneficiaries/service recipients
• their families
• other agencies that have goals in common with your program.

Don't stop there. Sit down with your current stakeholders and ask who else has a stake or interest in your program's success. The following examples are given to start your creative juices flowing. As you consider who might be added to your list of potential supporters or partners, also use your group to identify your strongest argument for their involvement. Identify who might be in the best position to approach each person--it shouldn't always be the executive director. Remember, the objective is to build a web of local and regional support rather than looking to large national corporations and foundations.

Examples:

Program/Project: Middle School Literacy
Potential Stakeholder: John Smith, Store Manager
Common Interest: Son benefited from this program
Best Argument for Involvement: Young people who can read are future customers
Involvement: Invite to goal-setting session next month
Who Should Approach Stakeholder: Tutor who worked with son last semester

Program/Project: RSVP Program
Potential Stakeholder: June Simms, Pres. U-Trust Bank
Common Interest: Continued vitality and contribution of seniors to community
Best Argument for Involvement: Program has access to 200 seniors who would frequent businesses partnered in planning for future senior programs
Involvement: Participate in strategic planning for next quarter
Who Should Approach Stakeholder: RSVP member who is a retired banker

Program/Project: Learn & Serve Environmental Program for 10th Graders
Potential Stakeholder: Jack Finch, local nursery owner
Common Interest: Residents develop appreciation for beautifying yards & public land
Best Argument for Involvement: Program teaches youngsters & their families about plants, creates an interest in gardening & will frequent nursery
Involvement: Review plan for the semester & suggest ways to it
Who Should Approach Stakeholder: A student's mom, owner of 3 rental properties that were landscaped using Jack's nursery

Program/Project: VISTA Child Immunization Project
Potential Stakeholder: Jackie Woo, Regional Dir., Squibb Pharmaceuticals
Common Interest: Health of children
Best Argument for Involvement: Assistance could attract more patients and create publicity for firm
Involvement: Help with marketing campaign
Who Should Approach Stakeholder: Retired doctor who volunteers part time for the program

Cultivating Champions for Your Cause

The process of moving a potential stakeholder to an involved one who is a champion for your project or program is a process of cultivation. It involves convincing the individual of the benefit they will derive, personally or organizationally, from becoming involved in your initiative, and then giving them a meaningful way to contribute. Champions must actually add their stamp to the project; through their participation, they "buy in." Each time they contribute, they should be recognized for their contribution and any results that come from that contribution should be shared with them enthusiastically.

What are the characteristics of champions? They:

• look for opportunities to talk about or demonstrate the effectiveness of your program to others.
• tell you about opportunities to collaborate with other groups.
• identify funding opportunities.
• see opportunities to publicize what you do.

Through your careful cultivation, you can develop a team concerned about the project's longevity and growth, who can tackle diversifying the funding base, marketing the program, developing volunteer leadership, and collaborating.

Contributions to SustainAbility

Marketing and Media Relations
If no one knows about the good work you do, you won't have "customers" or supporters, volunteers or partners who want to join you. People want to join successful initiatives. They want to be part of something they've heard of before. Generate opportunities for the print or electronic media to spread the word about you, focusing the marketing pieces you create about your project. Identify public forums that allow your project to tell its story well. Create a public image and reputation that attracts supporters, customers, and partners who feel like old friends because they know about you.

Collaboration
In order to create effective multidisciplinary solutions to community problems, it is often necessary to work across organizational boundaries. Attracting and keeping the partners you need to solve problems requires attention to group process, clear agreements, and mutual benefits to each collaborating organization. Groups that excel in building collaborative relationships frequently comment that mastering collaboration has opened doors to new projects, new funding, new clients, and volunteers.

Volunteer Development
Your volunteers play one role in your project today, but seeing the roles they could play tomorrow is key to sustaining your project. Identifying volunteers' skills and aspirations as well as making their vision part of the project's vision can create opportunities for your program to remain in the community for many years to come. The community development adage, "people support what they help to create," can be the foundation of a sustainable project. Giving volunteers opportunities to learn new skills and test them out in new situations while you can support and coach them, can encourage their leadership to grow.

Diversified Funding
Your involvement with local stakeholders can often lead to the discovery of local funding opportunities. While you may not have the Ford Foundation in your back yard, the development of in-kind resources donated by a local partner may be the beginning of a relationship that can have many different benefits to both partners over time. These donations can take many forms: free marketing assistance from a local business, donation of space for a meeting, or food for a special event, will not only defray line items in your budget, but also could be the beginning of "buy-in" by your business partner.

Have a realistic plan to solicit contributions of cash or in-kind donations from local organizations, and develop a long-term plan for soliciting select individuals in your region. This strategy can provide the freedom to grow, and also to deal with unexpected short-falls without terror. Keep in mind that "diversity" applies not only to the sources themselves, but also to the formality and rigorousness of the process of applying for the resources. And in all cases, the success of your "ask" will be determined by the relationship you have with your stakeholders, prospects, and champions.

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